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Tuesday, July 28, 2015

Acting Ethically

Boards of Directors are always interested in concrete details
on how to conduct their duties. One crucial
aspect of governance is ethics. While
this seems like a fuzzy subject, there are universal norms, according to the
Josephson Institute of Ethics. Below you will find six values that define ethical behavior. Most of them seem like common sense - but a reminder never hurts! And by modeling the behaviors identified below, a Board member would definitely be on the right path to achieving ethical behavior.

Trustworthiness - Like they always say in those police procedurals, “Tell the truth, the
whole truth, and nothing but the truth”.
Speak straight and direct. Don’t
betray a trust. Demonstrate integrity—stand up for what you believe, walk
the walk and talk the talk. Show
commitment and courage. Be loyal. Be discreet with Board information. Don’t spread rumors or engage in gossip. Don’t violate your principles just to
win approval. Don’t ask someone to
do something wrong. Keep promises—keep your word, honor your commitments,
and pay your debts.

Respect - Judge by the content of
character, not appearance. Be
courteous and accepting of differences.
Accept others’ right to decide about their own lives. Don’t abuse or demean. Don’t exploit others.

Responsibility - Consider the impact on yourself
and others before you act. Claim
the consequences of your choices. Set
a good example. Don’t take credit
for other people’s work. Be
reliable. Do your best, don’t quit
easily, make all you do worthy of pride. There is a difference between
what you have ‘a right to do’ and ‘what is right to do’.

Fairness - Be open-minded, listening and considering opposing
viewpoints. Be consistent in your
actions. Use only appropriate
considerations. Don’t let personal
feelings improperly interfere with decisions. Don’t take unfair advantage of
mistakes. Don’t take more than your
fair share.

Caring - Show
kindness, sharing, compassion, and empathy. Live the Golden Rule. Don’t be selfish, mean, or insensitive
to others’ feelings.

Psychological and
organizational factors pressure people to not act ethically. For Boards, one concern is that ethics can
cost the Association money, at least in the short term. Doing the most ethical thing often appears at
odds with your short term goals, or may not have an obvious immediate
benefit. Focus on the results over the
long-term, whether you are setting precedence for future Boards, or preventing
a deferred maintenance disaster.